Stress survey (internal survey), management and organization, The experts team DPMC ®
Michel Mathet
Edouard Stacke
Patricia PERONA
Absence of stress or too much stress kills productivity ...
Several health parameters are in relation with stress at work : health feeling, satisfaction and motivation to work, absenteeism, unfitness for work, medical consumption as well as depression.
One of the most important models of stress at work is the "demand/control" developed by Robert KARASEK (1979, as amended by DPMC in 2007, and 2009) and departure formed by 2 dimensions of stress: coerced harassment at work (job demand) and the decision latitude at work (job control) ; the association of high constraint and low control define "job strain" or stress at work and could give rise to adverse effects on health; subsequently a scale of social support at work has been added to the model.
Good and bad stress :
The Latitude decision-making
It takes into account both decision-making autonomy and the use of skills.
The decision-making autonomy
The decision-making autonomy, that is to say control, is the option of choosing his way to work, to participate in decisions which relate to it.
Examples of questions in Karasek's questionnaire about the use of skills:
•In my work, I must learn something new;
•In my work I conduct repetitive tasks;
•My work needs me to be creative.
The use of abilities
The use of abilities, is the possibility to use ones own ability and develop new ones.
Examples of questions relating to the autonomy:
•My work often allows me to take decisions myself;
•In my task, I have very little freedom to decide how to do my job;
The psychological demand
This is the psychological load associated with the execution of tasks, the quantity and complexity of tasks, the unforeseen tasks , the time constraints and contradictory requests.
Examples of questions related to the psychological demand :
•My work requests intensivevwork ;
•I am asked to make a quantity of excessive work ;
•I receive contradictory orders given from other persons;
•My work requires long and intensive concentration periods of time;
•My job is very "pushed".
The three stages of the survey:
"Empowerment" means "Rise in power" of the teams and organizations.
It is thanks to our marketing expertise and our statistics treatment methods that we have been able to build the proper methods for this type of survey.
These methods have been designed by Michel MATHET, Édouard STACKE and Daniel PIESTRAK. They allow the emergence of concrete solutions and particularly efficient action plans.
A method in three stages:
First stage : pre-analysis
1) Establishing the survey steering committee, led by Directorate of Human Resources.
2) Carrying a qualitative survey to collaborators from different countries with the aim of better understanding their expectations, then to design a really adapted questionnaire.
3) Developing questionnaires and presentations to the survey steering committee for validation.
Second stage : deployment of the survey
1) Translation of questionnaires in the different languages if necessary (more than 30 languages possible).
2) Formatting questionnaires and publishing on various media (paper, internet "on-line", mobile …).
3) Launching the investigation, data collection, and treatment.
Third stage : analysis and results
1) Edition of the analysis and reports by country, sites, functions, and by area.
2) Detailed analysis and use of the dynamic modeling of DPMC, and Karasec matrix.
3) Edition of a final consolidated report and presentation to the management committee.
Understanding and Action
Marketing and Management Survey
Marketing survey - Employee survey - Behavior analysis - "Shoppers" survey - Data base analysis - Catchment area survey - DPMC ® Dynamic model
® DPMC - 2009